Investigation of the relationship between structural empowerment and organizational commitment of nurses in Zanjan hospitals

Abstract

Background: The demanding nature of nursing work environments signals longstanding and growing concerns about nurses' health and job satisfaction and the provision of quality care. Specifically in health care settings, nurse leaders play an essential role in creating supportive work environments to avert these negative trends and increase nurse job satisfaction. Objective: The purpose of this study was to examine the relationship between structural empowerment and organizational commitment of nurses. Methods: 491 nurses working in Zanjan hospitals participated in this descriptive-correlational study in 2010. Tools for data collection were Meyer and Allen's organizational commitment questionnaire and "Conditions for Work Effectiveness Questionnaire-II" (CWEQ-II). Data was analyzed by SPSS16. The statistical tests such as variance analysis, t-test, pearson correlation coefficient and linear regression were used for data analysis. Results: According to the findings, the perception of nurses working in hospitals on "Structural Empowerment" was moderate (15.98±3.29). Nurses believed "opportunity" as the most important element in structural empowerment with the score of 3.18 ±0.79. Nurses working in non-academic hospitals and in non-teaching hospitals had higher organizational commitment than others. There was a significant relationship between structural empowerment and organizational commitment. Conclusion: Generally, structural empowerment (relatively strong) correlates with nurses' organizational commitment. We concluded that a high structural empowerment increases the organizational commitment of nurses.

Structural empowerment is a strong predictor of organizational commitment in nurses: A systematic review and meta‐analysis

“…The total sample size was 10,912 nurses (range 92-3156), the mean age was 36.3 years (range 27.0-45.7) and on average the sample was mostly female (91.8%, range 53%-100%). Most studies took place in North America (mainly Canada) (N = 13) (Cho et al, 2006;Church et al, 2018;Cowden & Cummings, 2015;Dahinten et al, 2014;DeCicco et al, 2006;Laschinger & Finegan, 2005;Laschinger et al, 2002Laschinger et al, , 2009McDermott et al, 1996;Smith et al, 2010;Spence Laschinger et al, 2009;Wilson & Laschinger, 1994;Young-Ritchie et al, 2009), followed by Asia (N = 7) (Aggarwal et al, 2018;Ahmad & Oranye, 2010;Chang et al, 2010;Choi & Ahn, 2016;Eskandari et al, 2017;Yang et al, 2014Yang et al, , 2013.…”

“…It is generally accepted that a good manager and leader results in higher clinical nurses' perceptions of shared decision-making, supervisor support, nurses' ability to practice autonomously, personal empowerment, adequate staffing levels, work group cohesion and praise and recognition received, ultimately reducing moral distress (Cowden & Cummings, 2015). This finding is also associated with more years of nursing experience, which is associated with higher salaries and more decision-making delegated to nursing staff (Eskandari et al, 2017). Educational interventions with a management/leadership focus have had a similar effect with the presence of positive leadership and many years of nursing experience (Dahinten et al, 2014).…”

“…The initial search revealed 204 studies which after applying the inclusion criteria where reduced to 23, after checking the title, abstract, and full texts (Aggarwal et al, 2018;Ahmad & Oranye, 2010;Chang, Shih, & Lin, 2010;Cho, Laschinger, & Wong, 2006;Choi & Ahn, 2016;Church, He, & Yarbrough, 2018;Cowden & Cummings, 2015;Dahinten et al, 2014;DeCicco, Laschinger, & Kerr, 2006;Eskandari, Siahkali, Shoghli, Pazargadi, & Tafreshi, 2017;Freire & Azevedo, 2015;Ibrahem et al, 2013;Laschinger & Finegan, 2005;Laschinger et al, 2002Laschinger et al, , 2009McDermott et al, 1996;Park, Park, Yom, & Kim, 2006;Smith, Andrusyszyn, & Spence laschinger, 2010;Spence Laschinger, Leiter, Day, & Gilin, 2009;Wilson & Laschinger, 1994;Yang et al, 2014;Yang, Liu, Huang, & Zhu, 2013;Young-Ritchie, Spence Laschinger, & Wong, 2009). One study was further excluded during analysis, because of an extremely small standard deviation (Park et al, 2006).…”

“…Based on the systematic review, private or public hospitals moderate the effect of empowerment to commitment while psychological empowerment was a strong mediator of structural empowerment to commitment (Aggarwal et al, 2018). More experienced nurses (having worked longer at one place) were more likely to be more empowered which led to more commitment (Chang et al, 2010;Eskandari et al, 2017;Ibrahem et al, 2013). Structural empowerment increases organizational commitment through job satisfaction (Cowden & Cummings, 2015) but also affects organization commitment directly and possibly moderated by educational interventions (Dahinten et al, 2014).…”

Editorial: Grappling with mother, newborn and child health (MNCH) issues in a continentbeset by non-communicable and infecious diseases

“…34 One paper from China on the relationship between structural empowerment and organizational commitment of nurses in Zanjan hospitals. 35 Concludes these papers. We have one case report that brings us to the end of this treatise 36 .…”